APICS+供应链评估指标.ppt

ISYOURSUPPLYCHAINCOMPETITIVE HOWDOYOUKNOW BLAIRRWILLIAMSProfessorandDirector PolytechnicUniversity Brooklyn NewYorkblairrw 718 260 3835 OBJECTIVESANDOUTLINE OBJECTIVE TOHELPYOUDETERMINEIFYOURCOMPANYHASACOMPETITIVESUPPLYCHAIN OUTLINE ELEMENTSOFASUPPLYCHAINSCORMODELANDMETRICSBENCHMARKINGIMPLICATIONSBESTPRACTICESINFORMATIONSOURCES DEFINITIONOFASUPPLYCHAIN ASUPPLYCHAINCOVERSTHEFLOWOFMATERIALS INFORMATIONANDCASHACROSSTHEENTIREENTERPRISESUPPLYCHAINMANAGEMENTISTHEINTEGRATEDPROCESSOFPLANNING SOURCING MAKINGANDDELIVERINGPRODUCT FROMRAWMATERIALTOENDCUSTOMER ELEMENTS SUPPLYCHAINMANAGEMENTPLAN SOURCE MAKE DELIVER MEASURE SUPPLYCHAININFRASTRUCTURETRANSFEROFINFORMATION MATERIALSANDCASHDEMANDMANAGEMENTCUSTOMERORDERMANAGEMENTPROCESSFORECASTINGCUSTOMERPARTNERSHIPSSOURCINGSELECTING QUALIFYING PARTNERING MEASURINGANDPROVIDINGFEEDBACKTOKEYSUPPLIERS ELEMENTSOFSUPPLYCHAINMANAGEMENTPLAN SOURCE MAKE DELIVER SUPPLYORMANUFACTURINGPROCESSFACTORYSCHEDULINGINVENTORYMANAGEMENTLEADTIMEREDUCTIONLOGISTICALPROCESSTRANSPORTATION WAREHOUSING DISTRIBUTION DELIVERYGLOBALPERFOMANCEMEASUREMENTS SCOR SUPPLYCHAINCOUNCIL SCC SCCISANINTERNATIONALPROFESSIONALBODYFORSUPPLYCHAINMANAGEMENT SCM SYSTEMSANDPRACTICESDEVELOPEDANDENDORSEDTHESCOR SUPPLYCHAINOPERATIONSREFERENCEMODEL ASACROSSINDUSTRYSTANDARDFORSCM SPECIALINDUSTRYGROUPS AEROSPACEANDDEFENCECOMPUTERS ELECTRONICSEQUIPMENTPHARMACEUTICALS CHEMICALSUTILITIES TELECOMMUNICATIONSRETAIL CONSUMERPACKAGEDGOODSDEFENSEANDINDUSTRIALSEMICONDUCTORS SCORMODEL BUSINESSPROCESSREENINEERING ASIS TO TOBE METRICSBENCHMARKINGIMPLICATIONSBESTPRACTICEANALYSISPROCESSREFERENCEMODELBASEDON BESTINCLASS RESULTSCHARACTERIZEMANAGEMENTPRACTICESIDENTIFYSOFTWARESOLUTIONS LEVELIMETRICS DELIVERYPERFORMANCEPERFECTORDERFULFILLMENTPRODUCTIONFLEXIBILITYTOTALSUPPLYCHAINMANAGEMENTCOSTMATERIALACQUISITIONCOSTCASHTOCASHCYCLETIMETOTALINVENTORYDAYSOFSUPPLYASSETTURNS LEVELIMETRICS DELIVERYPERFORMANCE THEPERCENTAGEOFORDERSTHATAREFULFILLEDONORBEFORETHECUSTOMER SREQUESTEDDATE LEVELIMETRICS PERFECTORDERFULFILLMENT DELIVEREDCOMPLETEWITHALLITEMSONTHEORDERINTHEQUANTITYREQUESTEDDELIVEREDONTIMETOCUSTOMER SREQUESTDATEDELIVEREDINPERFECTCONDITIONWITHTHECORRECTCONFIGURATIONANDCOMPLETE ACCURATEDOCUMENTATION LEVELIMETRICS PRODUCTIONFLEXIBILITY DAYSTHENUMBEROFDAYSREQUIREDTOACHIEVEANUNPLANNED SUSTAINABLE20 INCREASEINPRODUCTION LEVELIMETRICS TOTALSUPPLYCHAINMANAGEMENTCOST sSUMOFCOSTSOF ORDERMANAGEMENTMATERIALSACQUISITIONINVENTORYCARRYINGSUPPLYCHAIN FINANCE PLANNINGANDMIS LEVELIMETRICS MATERIALACQUISITIONCOST sSUMOFCOSTSTOMANAGE COMMODITYMANAGEMENT PLANNINGSUPPLIERQUALITYENGG INBOUNDFREIGHT DUTIESRECEIVINGANDMATERIALSTORAGEINCOMINGINSPECTIONMATERIALPROCESSENGG TOOLING LEVELIMETRICS CASHTOCASHCYCLETIME DAYSTHENUMBEROFDAYSBETWEENPAYINGFORRAWMATERIALSANDGETTINGPAIDFORPRODUCT ASCALCULATEDBY INVENTORYDAYSOFSUPPLYPLUSDAYSOFSALESOUTSTANDING RECEIVABLES MINUSAVERAGEPAYMENTPERIODFORMATERIAL PAYABLES CtoCCTIME INVDAYS DAYSREC DAYSPAY LEVELIMETRICS TOTALINVENTORYDAYSOFSUPPLY THEAVERAGECOSTOFINVENTORYDIVIDEDBYTHECOSTOFGOODSSOLD TIMES365TOTALINVENTORYDAYSSUPPLY INVENTORYx365COGS LEVELIMETRICS ASSETTURNS NUMBERTOTALREVENUEDIVIDEDBYTOTALASSETS TOTALREVENUETOTALASSETS BENCHMARKINGANDBESTPRACTICES DELIVERYPERFORMANCETOREQUEST 8 2000 BICAverMedianPharmasandChemical98 978 491 9Computers82 856 458 8ConsumerPackagedGoods98 472 384 4DefenseandIndustrial98 069 471 7ElectronicEquipment97 467 674 2Semiconductors84 562 064 8Telecommunications94 863 472 6 DELIVERYPERFORMANCETOREQUEST RANGE 62 TO98 20to30 pointsperIndustryGroup IMPLICATIONSMOSTFUNDAMENTALMEASUREMENTOFCUSTOMERSATISFACTIONINDICATESHOWWELLTHESUPPLYCHAINISCONFIGURED INTEGRATED DELIVERYPERFORMANCETOREQUEST BESTPRACTICESORDERTRACKINGSYSTEMSTOCOMPAREREQUESTEDVSACTUALDATESATLINEITEMLEVELDEMANDVISIBILITYTOSUPPLIERSCONSOLIDATION PACKINGANDDELIVERYOUTSOURCED DELIVERYDIRECTLYTOCUSTOMERPOINTOFUSEONLINEATPANDORDERSTATUSAVAILTOCUSTOMER BENCHMARKINGANDBESTPRACTICES UPSIDEPRODUCTIONFLEXIBILITY 8 2000 DAYSBICAverMedianPharmasandChemical18 4229 3120Computers9 753 438 5ConsumerPackagedGoods9 4144 860 0DefenseandIndustrial16 796 136 0ElectronicEquipment9 073 360 0Semiconductors30 0188 5175 0Telecommunications9 641 730 0 UPSIDEPRODUCTIONFLEXIBILITYDays RANGE 9to230DAYS 6to10timeswithinIndustryGroup IMPLICATIONS MEASUREOFCOMPANY SSUPPLYFLEXIBILIYINCREASEINPRODUCTIONWITHOUTCAPITALINVESTMENT UPSIDEPRODUCTIONFLEXIBILITYDays BESTPRACTICESEFFECTIVESUPPLIERPARTNERSHIPSSYNCHRONIZINGOPERATIONSACROSSTHECOMPANYTOREDUCERAMPTIMEHIGHPERFORMANCEMANUFACTURINGTECHNIQUES DEMANDPULL CELLULARMFG MULTISKILLEDFORCEBUILD CONFIGURETOORDER MODULARDESIGN BENCHMARKINGANDBESTPRACTICES TOTALSUPPLYCHAINMANAGEMENTCOSTS 8 2000 OFREVENUEBICAverMedianPharmasandChemical5 010 311 2Computers4 39 48 4ConsumerPackageGoods4 111 39 1DefenseandIndustrial3 29 48 9ElectronicEquipment5 111 411 4SemiconductorsTelecommunications3 78 68 2 TOTALSUPPLYCHAINMANAGEMENTCOSTS OFREVENUE RANGE 3to11 doublewithinIndustryGroups IMPLICATIONS 1BILLIONDOLLARCOMPANYWILLSAVE 50million 5 PERYEAR INSUPPLYCHAINMANAGEMENTCOSTS OVERTHEIRCOMPETITION TOTALSUPPLYCHAINMANAGEMENTCOSTS OFREVENUE BESTPRACTICESSCMVIEWEDASCRITICALPROCESSANDINTEGRATEDINTOBUSINESSPLANNINGPROCESSSINGLEEXECUTIVEOVERALLRESPONSIBILITYONLINEEDIANDPURCHASINGPAYONRECEIPT ELIMINATERECONCILIATIONOFINVOICES BENCHMARKINGANDBESTPRACTICES MATERIALACQUISITIONCOST1996 OFREVENUEBICAverMedianPharmasandChemical0 51 3Computers Electronics1 01 7ConsumerPackageGoods1 11 7DefenseandIndustrial1 02 6Semiconductors0 51 3Telecommunications1 01 9Automotive1 83 5 MATERIALACQUISITIONCOST OFREVENUE RANGE 0 4to3 5 doubleacrossindustrygroups IMPLICATION A1BILLION CO SAVES 10MILLION 1 PERYEARINMATERIALBUYINGCOSTS PURCHASING QUALITYANDDEVELOPMENT MATERIALACQUISITIONCOST OFREVENUE BESTPRACTICES SUPPLIERPARTNERSHIPSKEYSUPPLIERSONPRODUCTDEVELOPMENTTEAMSCERTIFIEDSUPPLIERSDELIVERATPOINTOFUSECOMMODITYTEAMSFOCUSONSTRATEGICPROCUREMENTISSUES BENCHMARKINGANDBESTPRACTICES CASH to CASHCYCLETIME 8 2000 DAYSBICAverMedianPharmasandChemical31 3120 296 8Computers27 562 151 5ConsumerPackageGoods19 977 063 6DefenseandIndustrial20 870 367 1ElectronicEquipment31 6116 3103 1Semiconductors49 4110 3104 5Telecommunications19 490 585 8 CASH to CASHCYCLETIME DAYS RANGE 20to120days 2to4timeswithinIndustryGroups IMPLICATIONS 50 TO75 OFWORKINGCAPITALBECOMESAVAILABLETOCOMPANIESTOINVEST CASH to CASHCYCLETIME DAYS BESTPRACTICESCASH RELEASEAGREEMENTFORBLANKETORDERSTHIRDPARTYRECONCILIATIONANDPAYMENTOFRECEIVABLESABILITYTOMAINTAINLOWERINVENTORYLEVELS BENCHMARKINGANDBESTPRACTICES INVENTORYDAYSOFSUPPLY BIC Median 96 Av 98 DAYSBICAverMedianPharmasandChemical102120160Chemical375460Computers313876ConsumerPackagedGoods72DefenseandIndustrial558085ElectronicEquipment3177Semiconductors4976Telecommunications508095 INVENTORYDAYSOFSUPPLY DAYS RANGE 20to120days 3to4timeswithinIndustryGroups IMPLICATIONSFORA1BILLION CO WITHCOGSOF500MILLION DIFFERENCEOF50DAYSIS 100MILLION SUPPLIERSSELECTEDONTOTALCOSTOFOWNERSHIP TCO NOTJUSTPURCHASEPRICE INVENTORYDAYSOFSUPPLY DAYS BESTPRACTICESAUT